How to Combine Personal and Organizational Business Models

Posted: February 2, 2011 in Business model combining, Business model combo
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Syndicom, founded in 2000, is a leader in on-line collaborative communities for medical practitioners and medical device companies. Its business model has established a platform for a community of spinal surgeons who meet virtually and share information about patients to further the development of new therapies. Syndicom also offers medical device companies private, peer-to-peer medical education, collaborative product development, and real-time sales support.

Syndicom’s R&D team combines the business models of many surgeons into the Syndicom business model. They form a crowd source for the Syndicom value propositions for the R&D of service (for orthopedic, trauma and spinal cases) and peer to peer medical education. The surgeons involved are the same-time partners and customers of the Syndicom value propositions of products and services. Syndicom has its own offer as a value proposition for membership into Syndicom, R&D database information, and real-time service.

Companies which offer medical devices combine their business models into the Syndicom business model because by doing so, they can sell on-line to clinics or hospitals where surgeons work. The Syndicom network brings a value proposition to its members and can enable best client relations.

Syndicom’s cost structure is based on the key costs: the R&D of services cost, the platform management cost, and the platform maintainence cost. These are mostly fixed and are determined by the number of network members. Syndicom gets a revenue stream from membership fees, on line sale fees, and advertising fees.

Why should surgeons and medical device producers join the Syndicom business model? Surgeons can gain the opportunity to co-create new products/services, to use other services, and to profit from the know-how and experiences of other surgeons. Medical devices producers join the network because it offers them an on-line channel to many potential customers.

Business Model Canvas, Osterwalder, Pigneur & al. 2010, CC BY-SA 3.0.

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